[lkxijlewlf]

Yes, he's unproductive. What he should have done was broke it up into dozens of tiny pieces so that he could inflate his ticket count. It is more acceptable to the spreadsheet to have "Hard problem part 1", "Hard problem part 2", "Hard problem part ...", than it is to simply have "Hard problem" and take longer to do it.

[sokoloff]

You can measure progress of a military campaign by counting and reporting on “bullets fired” yet that’s not how military strategists operate.

[byecomputer]

On the other hand, doing busywork is a pretty integral part of being in the military

[duxup]

Hard problem part 1 doesn't really indicate that they did / will solve a problem though. It's work, but is that 'productivity'?

That seems kinda arbitrary to just manipulate the issue into tiny pieces to fit some sort of metrics system... but not reflective of the actual work.

That seems to just lead to the typical gamification that comes with counting tickets and other metrics systems that end up being arbitrary or even easily manipulated.

Ticket measuring just seems like asking for Goodhart’s Law.

[TheCoelacanth]

Yeah, you aren't measuring level of productivity. You are measuring level of tolerance for bullshit ticket creation.

[commandlinefan]

In my experience, project managers work as hard as they can to fight that tendency too: they usually insist that tickets be observable and testable independently, specifically to discourage developers from logging time on non-visible tasks.

[valenterry]

Great. Now I can't find anything anymore in the ticket system because every ticket that was non-trivial has been broken down into a dozen of other tickets.

There's only one way to call this: ticket system abuse.

[commandlinefan]

I hope you're being sarcastic.

[TameAntelope]

Probably, but to represent the non-sarcastic point of view, it comes down to "[person] in the room" syndrome[1]. Spending 2-3 weeks on a bug is never good, if you're not communicating progress, and one way to communicate progress is to break down the work into smaller chunks.

Does it literally have to be individual JIRA tickets? No way, but going off for 2-3 weeks doesn't give the business the insight it needs to in order to wisely invest time/effort into work being executed.

[1] https://medium.com/machine-words/a-guy-in-a-room-bbbe058645e... (I thought Joel Spolsky said this but I can't actually find the original source, if anyone has it I'd appreciate it!)

[valenterry]

> Spending 2-3 weeks on a bug is never good, if you're not communicating progress

Assuming that it is important to fix the bug and that the developer is competent and trusted - why not? What would communicating progress improve here?

Mind that you cannot communicate when it is done (otherwise it would not be a hard bug) you can only communicate what you have done so far and what you try next. But what kind of business value does that create?

[TameAntelope]

The value is that the developer doesn’t reasonably have the context necessary to make the call whether or not, over time, the issue is worth continuing to invest time to resolve.

Not that they couldn’t make the call if they had all the info, but the time required to gather and understand all the context would be a second full-time job.

[valenterry]

> The value is that the developer doesn’t reasonably have the context

Sorry, that English doesn't make sense to me. The value is that... the developer doesn't have context? How is not having context a value?

Maybe you meant "the reason"? But then that doesn't answer the question what the value is.

[TameAntelope]

The person I replied to asked what the business value was, so I explained that the [business] value comes from having a dedicated person who understands the context in which the issue is being worked.

[learc83]

That's why the developer has a manager who is a human who can talk to them and find out what they are working on, instead of a robot that can only process tickets created and tickets completed.

[lkxijlewlf]

Of course.